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An evaluation of the effectiveness of the Calhoun Great Start Collaborative.
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1
RE
PO
RT
20
12
Evaluation of the Great Start Initiative
Customized Feedback Report Calhoun GSC/GSPC
Prepared by Dr. Pennie Foster-Fishman
and the System exChange Evaluation Team
Michigan State University
www.thesystemexchange.org
For More Information
Contact:
Pennie Foster-Fishman, Ph.D.
and the System exChange Team
316 Physics Road Department of Psychology Michigan State University East Lansing, MI 48824 [email protected]
or toll free at 1-866-343-5279 www.thesystemexchange.org
Acknowledgements
This evaluation would not have been possible without the support and hard work of:
The financial support of the W.K. Kellogg Foundation
Great Start Collaborative Directors and Great Start Parent Coalition Parent
Liaisons
Early Childhood Investment Corporation Staff
GSC/GSPC members
Office of Survey Research, IPPSR
The System exChange Team Members
Morgan Bolen I-Chien Chen Monica Fischer Sarah Harfst Sara Hockin Katie Irey Kathryn McAlindon Jenny Mortensen David Reyes-Gastelum Kelly Warsinske Abby Wattenberg Mei You
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The goal of the 2012 Great Start Evaluation was to assess the impact of the Great Start
initiative at the State and Local levels, paying particular attention to gains made since the 2010
evaluation.
Key statewide findings include:
Compared to 2010, GSCs and GSPCs in 2012 made significantly more progress in
building the systems changes needed to ensure that all children are ready for school.
On every outcome area examined, GSCs/GSPCs accomplished far more in 2012 than
they did in 2010. Of course GSCs/GSPCs varied in their achievement levels, but in general
the trend across the state is positive movement forward.
GSCs and GSPCs also significantly strengthened all 8 levers for change and these
levers continue to play an important role in 2012.
GSCs/GSPCs grew the most between 2010 and 2012 when they built authentic voice,
local readiness for change, and actively pursued systems change.
Three NEW levers for change have been identified: Local Champions, Root Cause
Focus, and Equity Orientation and these levers were related to accomplishment levels
in 2012.
GSC and GSPC infrastructure also mattered, particularly the extent to which they
created a continuous learning environment.
BOTH the GSC and the GSPC continue to matter!
The gap between older and newer collaboratives has significantly diminished.
This summary report focuses on your GSC/GSPC’s:
1. Accomplishments: Outcomes which show progress toward an improved and expanded
early childhood system.
2. Levers: key change strategies which are directly related to the success of Great Start
efforts.
3. Stage of Promoting Change: level of performance on five core accomplishment areas.
2012 GSC/GSPC Participation - Calhoun: 75 surveys were sent out to a list of GSC/GSPC
Members and Community Partners provided by the GSC Director and Parent Liaison. Your GSC
Response Rate was 87.7% and GSPC Response Rate was 90.9%. Overall, the response rate for members
and non-members was 85.3%. Statewide, 3106 surveys were sent out, with an overall response rate of
78%.
Great Start Initiative Evaluation
Executive Summary Calhoun GSC/GSPC
2012
3
Statewide
20102010 to
20122012 2012
Accomplishments: % Respondents reporting that
GSC/GSPC has accomplished these impacts/outcomes
Quite a Bit to a Great Deal
Improved Outcomes for Children and
Families 51.1% 63.3% 47.0%
Improved Early Childhood System
Increased Access to Early Childhood Services 53.3% 81.7% 55.1%
Increased Coordination and Collaboration
Across Agencies 64.4% 68.3% 63.2%
Expanded Array of Early Childhood Services 55.0% 86.7% 59.3%
Sustained and Expanded Public and Private
Investment in Early Childhood 57.8% 76.7% 41.7%
More Responsive Community Context
Comprehensive Early Childhood System
Improvements 55.6% 81.7% 60.8%
Increased Community Support for Early
Childhood Issues53.3% 65.0% 53.1%
Local Providers More Responsive to Parent
Concerns 40.0% 63.3% 46.7%
More Supportive Local Leaders and Elected
Candidates44.4% 55.0% 50.3%
Empowered Families as Change Agents 37.8% 51.7% 43.4%
Additional Outcomes: % respondents reporting
that these conditions exist Quite a Bit to a Great Deal
Parents Needs are Met
Easier Access to Services 36.4% 58.3% 44.4%
Informed Parents 27.3% 50.0% 22.0%
Participation Benefits
For Parents in GSC/GSPC 54.5% 90.0% 63.7%
For Organizations in GSC 50.0% 47.9% 39.5%
OverviewCalhoun
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Building the Levers for Change
The 2010 survey results revealed eight factors critical to promoting Great Start accomplishments. These
are called the “Levers for Change.” Below is your progress in enhancing your GSC/GSPC Levers for
Change. Most numbers reflect the percent of individuals responding “quite a bit” or “a
great deal”. Strong Relational Networks reflects the percent of service referral/access exchanges
happening between GSC member organizations. Active Constituents reflects the average level of
involvement of GSC/GSPC members.
Calhoun GSC/GSPC
Levers for Change
Strong Relational Networks Strong relational networks easily exchange referrals, coordinate services and share
resources across various agencies in the community.
Intentional Systems Change Actions Active pursuit of system change efforts, such as shifting or adopting new policies,
procedures, or programs to reduce barriers and improve the early childhood system.
Interdependent Organizations Member organizations see the value in the collaborative effort and support other
partners at the table.
Readiness for Change Individuals and organizations believe in the need for change and have the capacity
to pursue it.
Parent Leadership & Voice Parents are effective leaders and competent champions for early childhood and
represent a knowledgeable, diverse, and visible parent constituency.
Effective PartnershipsStrong, effective ties between the GSC and GSPC, and also with key outside
organizations in the community.
Shared Goals A unified vision shared with the GSC and GSPC, including: an aligned understanding
of, and agreement upon problems, possible solutions, and overall goals.
Active Constituents Active and involved members making valuable contributions to the GSC/GSPC,
including: speaking at meetings, holding an office, or advocating for early childhood
in the community.
Re
ad
ine
ss
fo
r
Ch
an
ge
En
ga
ge
d
Co
ns
titu
en
ts 79.5% 82.8%
63.3% 65.2%
76.9% 74.1%Au
the
nti
c
Le
ad
ers
hip
an
d V
oic
e 24.4% 53.3%
71.4% 69.6%
91.1% 91.7%
2010
to
20122010 2012
Sy
ste
ms
Ch
an
ge
Clim
ate
28.2%
0.0% 66.7%
5.8%
5
Active Constituents++
Parent Leadership & Voice
Effective Partnerships
Readiness for Change
InterdependentOrganizations
Strong Relational Networks+
Intentional Systems Change Actions
92%Local Champions
(New!)
Root Cause Focus
(New!)
Your Great Start Effort: Moving Forward In addition to seeing how your Great Start Collaborative and Coalition has changed
over time, it is also useful to look at where your GSC/GSPC is in 2012 to identify
strengths and areas that need additional attention.
Use this diagram to see how you’re doing on each lever.
1. Each wedge displays your performance for a lever in 2012.
2. The colored portion of each wedge (and the number) represent the extent to which stakeholders report that your GSC/GSPC has this component.
3. Identify your strengths, successes, and opportunities for growth. Use this information to plan your next steps!
Moving Forward:
Your 2012 Highlights
Your Strongest Areas:
Readiness for Change
Equity Orientation
Shared Goals
Areas to Target for Improvement:
Strong Relational Networks
Parent Leadership and Voice
Active Constituents
Calhoun GSC/GSPC 2012 Performance % responding Quite a Bit or a Great Deal
+Strong Relational Networks: % of all possible service delivery access connections
++Active Constituents: Average level of involvement of GSC/GSPC members
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Based on the 2012 evaluation, the Calhoun GSC/GSPC had the characteristics of a Group C GSC/GSPC. In 2010, Calhoun was a Stage 4 GSC/GSPC.